Documente Academic
Documente Profesional
Documente Cultură
PNPM-DHRDD-D-0-3-8-14 (DHRDD)
SEPTEMBER 2014
PNPM-DHRDD-D-0-3-8-14
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Publishers Note:
This manual contains the use of masculine pronouns and terms
which refers to both male and female. The generic uses of these words
in this publication are not intended to disregard social equality or
promote gender biases.
The information contained in this manual shall be communicated
either directly or indirectly to the internal public for their information and
adherence.
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MESSAGE
It is with great pleasure that I congratulate the men
and women of the Directorate for Human Resource and
Doctrine Development (DHRDD) headed by its Director,
PDIR ALEX PAUL INTO MONTEAGUDO, who exerted
tremendous effort in accomplishing this project.
The crafting of the DHRDD Administrative and
Operations Manual shows the commitment of the
organization to truly institutionalize its processes as a means
of contributing to the development and improvement of its
services in support to national goals and policies which are
among the significant aspects of our CODE-P Program and
the PNP P.A.T.R.O.L. Plan 2030.
To the DHRDD Family, keep up the good work and continue to make the PNP
proud by providing a Serbisyong Makakatotohanan through the delivery of quality
training and education to our police officers.
Serbisyong Makatotohanan
ii
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MESSAGE
I would like to commend the Directorate for Human
Resource and Doctrine Development (DHRDD) for the
publication of the DHRDD Administrative and Operations
Manual.
This remarkable achievement is indeed laudable
considering that this Manual will serve as a model for all
other PNP offices/units to emulate.
I hope that the DHRDD would continue to be more
proactive towards the development of a responsive and
dynamic training and education system.
Congratulations on a job well done!
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ACKNOWLEDGMENT
The DHRDD would like to acknowledge the former
Directors, proponents of the Human Resource and
Doctrine Development (HRDD) Manual, specifically PDIR
JOSE ANTONIO SALVACION, PDIR SERVANDO
HIZON, and PCSUPT ELISEO DELA PAZ for starting this
project and overseeing its progress during their
remarkable stay with this Directorate.
More significantly, we would also like to thank our
dynamic Chief, PNP, PDIRGEN ALAN LA MADRID
PURISIMA, for providing the vision and support which led
to the development of the Human Resource and Doctrine
Development Manual.
As the Director who had overseen the manuals completion, I am proud to
note the efforts and achievements made by our research team, headed by PSSUPT
RANULFO I. DEMIAR. The HRDD Manual aims to provide the underlying principles
for the Human Resource and Doctrine Development Programs of the PNP. It does
not aim to supersede nor replace any official DHRDD programs currently being used,
although it may be cited as a certified and authorized publication of the DHRDD as
needed. Generally, it should be seen as a handy and highly informative reference
material and guidebook for all HRDD practitioners of the PNP for all HRDD-related
functions.
Finally, all the documented materials, figures, illustrations, and exercises
found in this Manual were the product of careful research and were reproduced with
permission from the original authors in accordance with copyright regulations. Any
request to reproduce or cite material from this Manual should be formally coursed
through the Office of the Director, Directorate for Human Resource and Doctrine
Development.
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TABLE OF CONTENTS
PRELIMINARY PAGES
Publisher's Note
Chief, PNP's Message
TDCAs Message
Acknowledgement
i
ii
iii
iv
CHAPTER 1 INTRODUCTION
Section 1-1 Definition
Section 1-2 PNP Training and Education System
Section 1-3 PNP Training Standards
1
2
6
7
8
11
17
19
26
31
37
43
48
49
54
72
78
83
LIST OF ACRONYMS
LIST OF FIGURES
GLOSSARY OF TERMS
ANNEXES
APPENDICES
REFERENCES
86
88
89
99
123
131
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CHAPTER 1
INTRODUCTION
1.2
b.
1.3
1.4
1.5
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1.6
Major Processes. The three major processes that support effective Training
and Development are coaching, counseling, and mentoring.
a.
b.
c.
1.7
PNP Training and Education System. The PNP is committed to
institutionalize training and education. But the fact is that the PNP has no control
over the conduct of career courses, which is being handled by the Philippine Public
Safety College (PPSC). Thus, the focus instead is on the enhancement of
competency and specialized courses.
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(Mandatory
Career Courses)
By Specialization
Investigations, Intelligence, Operations, Human Resource
Logistics, Comptrollership, Police Community Relations
(Competency/ Specialized Training Courses)
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b.
1.10 Roles. In furtherance of the PNPs thrust in providing a highly responsive and
dynamic training and education system, the following agencies and offices play a
supportive role:
a.
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b.
1)
2)
3)
c.
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the School for Sports and Skills Development. The PNPTS, even
during its early days as a fledgling community, drew inspiration and
remained true to its mission to conduct training courses and implement
all PNP specialized training programs geared towards skills
enhancement, intellectual advancement, and moral transformation of
the PNP Personnel.
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CHAPTER 2
THE DIRECTORATE
2.1
Activation. The Directorate for Human Resource and Doctrine Development
(DHRDD) was formally activated on November 1, 1993 by virtue of the Chief, PNPs
Letter Directive dated October 28, 1993.
2.2
Structure and Staffing. On August 29, 1997, the organizational structure and
staffing pattern of the PNP was created by virtue of DPL Memorandum Circular 9701 which was subsequently confirmed by the National Police Commission through
NAPOLCOM Resolution No. 92-36 and approved by the Department of Budget and
Management (DBM). This paved the way for the identification of the PNPs National
Headquarters, ten Directorial Staff, 11 National Operational Support Units, nine
National Administrative Support Units and 17 Police Regional Offices.
With the same DPL issuance, the DHRDDs three divisions were identified,
namely Individual Training Program Development Division (ITPDD); Unit Training
Program Development Division (UTPDD); and the General Doctrine Development
Division (GDDD).
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2.3
Vision. In the process of adopting the PNP Performance Governance System
in 2010, the DHRDD adopted the following vision:
A responsive and dynamic training and education
system towards a highly capable, effective, and valuesoriented police service by 2030.
2.4
Mission. The DHRDDs mission is to assist the Chief, PNP in formulating
policies and managing all matters pertaining to human resource and doctrine
development (PNP Letter Order dated October 28, 1993).
2.5
Specific Functions. The DHRDD is committed to perform the following
functions as delegated authority of the Chief, PNP (PNP Letter Order dated October
28, 1993):
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a.
Advise the Chief, PNP on all matters pertaining to human resource and
doctrine development, like education and training of PNP uniformed and nonuniformed personnel and doctrines pertaining to the organization,
administration and operations of the PNP.
b.
c.
Determine the requirements and allocate training slots for foreign and local
service schools and civilian universities as authorized under existing
regulations.
d.
e.
Formulate plans, policies, and directives for the conduct, supervision, control,
administration, and monitoring of police training in public and private schools.
2.6
Functional Relationships with Training Units. The DHRDD was granted
functional supervision over the PNP Training Service, the Regional Training
Units/Groups and the PNP National Support Training Units/Groups. It was also
tasked to jointly assess with the Philippine Public Safety College (PPSC) the training
programs of PNP personnel.
2.7
Divisions of DHRDD. The Directorate has three divisions that shall pursue
the vision and mission of professionalizing PNP personnel through training and
education. They are:
a.
b.
c.
2.8
DHRDD Logo. The DHRDD Logo and its symbolism is approved and
registered at the National Historical Commission of the Philippines with the following
descriptions:
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a.
b.
c.
d.
e.
f.
Light Rays. Zenith or the point above the observer, the Directorate as
the overseer in the PNPs pursuit for competency and proficiency
through training and education.
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CHAPTER 3
INDIVIDUAL TRAINING PROGRAM DEVELOPMENT
DIVISION
Section 3-1 Organization and Functions
3.1
Functions of ITPDD. The Individual Training Program Development Division
(ITPDD) of the DHRDD is responsible for the performance of the following functions:
a.
b.
c.
d.
Allocate training space in foreign and local service schools and civilian
universities as authorized under existing regulations.
3.2
ITPDD Organizational Structure. The ITPDD Structure is headed by the
Division Chief with a rank of Police Senior Superintendent (PSSUPT). It has a total
manpower of 15 PNP personnel composed of four PCOs, five PNCOs, and six NUP.
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3.3
Job Description
a.
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
b.
Program
Development
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4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
c.
2)
3)
4)
5)
6)
7)
8)
9)
d.
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1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
e.
Chief, Training
Specialist III
1)
2)
3)
4)
5)
6)
7)
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and
Education Information
System/Training
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8)
9)
f.
2)
7)
8)
9)
10)
11)
12)
h.
g.
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4)
5)
6)
7)
i.
2)
3)
4)
5)
6)
2)
3)
4)
5)
Training Specialist I
1)
2)
3)
4)
l.
Training Specialist II
1)
k.
Liaison/Dispatcher
1)
j.
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Admin Assistant I
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1)
2)
3)
4)
5)
6)
m.
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Clerk III
1)
2)
3)
4)
5)
6)
7)
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c.
d.
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3.5
Integrated Training Program for Non-Uniformed Personnel (ITP-NUP).
The ITP-NUP aims to facilitate the development of the individual NUP so they can
function and operate in a skillful and professional manner. The ITP-NUP has
duration of 33 days divided into three major phases: Phase I Foundational Courses;
Phase II Specialized Skills Training for the 1st Level Employees; and the Phase III
Specialized Skills Training for 2nd Level Employees.
a.
Phase I: Foundational Courses. These orientation modules and skillsbased training are designed to develop the participants on the three major
concerns: Knowledge, Skills, and Attitude. The set of training programs under
this phase shall serve as mandatory courses for all NUP. The Foundational
Courses has duration of eight days which includes the following:
1)
2)
3)
4)
5)
b.
Phase II: Specialized Skills Training for the 1st Level. This phase
deals with the conduct of specialized courses (skills-based) for the 1st Level
NUP. Participants have the option to proceed to specialization or advance
courses appropriate to their position classification. The following are the
subjects/topics included in Phase II which will be conducted for nine days:
c.
1)
Personnel Policies
2)
3)
4)
5)
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3.6
Foreign-Assisted Training. Foreign training is designed to bring together a
combination of participants from various countries to share expertise and impart
knowledge. Foreign-Assisted Training offers both in-country and abroad training
programs conducted by various sponsoring countries. These training aim to foster
diplomatic relations between nations and seek to promote cooperation and
communication between foreign law enforcement personnel and foster capacity
building development. It is classified into two categories:
a.
b.
b.
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3.33 Foreign Travel Evaluation Board (FTEB). The FTEB was created under
PNP Memorandum Circular No. 2008-018. It is designed to select and recommend
to the approving authority the best qualified PNP personnel to be sent to participate
in official mission abroad. The FTEB is chaired by The Chief Directorial Staff, The
Directorate for Personnel and Records Management (DPRM) as Vice-Chairman and
the Directors of the D-Staff, Legal Service, and Health Service as members.
Further, the FTEB ensures that only essential personnel shall be allowed to
participate in any official mission involving foreign travel taking into consideration the
qualifications, expertise, position, and future utilization of said personnel.
3.34 Master Education Training Program (METP). The policies, concepts,
procedures, and guidelines presently observed and implemented are the following:
a.
b.
3.35
b.
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c)
d)
Content
Available supportive resources
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e)
f)
g)
h)
2)
Start date
Length of training
Frequency of training
Physical location
Estimated training capacity
Adequacy of space and delivery resources needed.
3)
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d.
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CHAPTER 4
UNIT TRAINING PROGRAM DEVELOPMENT DIVISION
4.1
Functions of the UTPDD. The Unit Training Program Development Division
of the DHRDD is responsible for the performance of the following functions:
a.
b.
c.
d.
Prepare plans and formulate directives and guidelines for the values
formation education and orientation of PNP personnel.
e.
4.2
UTPDD Organizational Structure. The UTPDD Structure is headed by the
Division Chief with a rank of Police Senior Superintendent (PSSUPT). It has a total
manpower of 15 PNP personnel composed of six PCOs, four PNCOs, and five NUP.
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Job Description
a.
2)
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
b.
Formulates policies, programs, and directives of the PNP InService Training Program in coordination with other D-Staff,
offices, and other agencies and monitors its implementation.
Prepares directives and policies on the physical fitness and
sports development program of the uniformed and nonuniformed personnel of the PNP.
Prepares plans and formulate directives and guidelines for the
value formations, education, and reorientation of PNP.
Prepares plans and formulates directives and guidelines related
to Gender and Development Program.
Formulates policies, training programs and directives in the
implementation of the continuing education and leadership
development or personnel through formation of speakers
bureau/toastmasters club and other programs at all levels of
command.
Conducts regular inspections of the facilities of Regional Special
Training Units and validates their training accomplishments.
Reviews and updates in-service training curriculum.
Prepares Programs of Instruction (POIs) for in-service training
courses.
Accredits lecturers and instructors qualified to conduct in-service
training/seminars in the PNP.
Consolidates and submits the annual budgetary/logistical
requirements of the division.
Prepares and submits unit training accomplishment reports.
Performs other duties as directed.
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1)
2)
3)
c.
2)
3)
4)
5)
6)
7)
8)
2)
3)
4)
e.
d.
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4)
5)
6)
7)
f.
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Division PNCO
1)
2)
3)
4)
5)
6)
7)
8)
Receives
and records
all incoming
and
outgoing
communications for the Division.
Sorts all incoming communications and assigns them to the
appropriate Action PNCO or clerk for appropriate action.
Sees to it that all PNCOs and Action Clerks complete their jobs
on or before the set deadline.
Supervises/oversees the performance of all subordinate PNCOs
and NUP of the Division.
Sees to it that records for both incoming and outgoing
communications of the Division are on file.
Sees to it that appropriate number of copies of communications
due for distribution had been properly reproduced before turning
it over to the DHRDD message center for dispatch.
Undertakes initial review of the output of subordinate PNCOs
and clerks before forwarding it to the concerned Section Chief.
Performs other duties as directed.
.
g.
7)
8)
9)
10)
11)
h.
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1)
2)
3)
4)
5)
6)
7)
i.
2)
3)
4)
5)
3)
4)
5)
Training Specialist I
1)
2)
3)
4)
l.
Training Specialist II
1)
2)
k.
j.
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Computer Operator
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2)
3)
4)
5)
6)
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4.4
In-Service Training Program. The Annual Training Program is designed to
serve as a guide to D-Staff, PROs and NSUs in the conduct of in-service training,
specialization and/or competency courses required for the year. The upgrading and
enhancing of competence (knowledge, skills, and attitude) of police from basic to
mandatory and standardized courses shall be a continuous process. The training
program involves the development of knowledge and skills essential to police work
as well as those that address contemporary concerns such as but not limited to
enhancing the investigative skills of current investigators and detectives in the
organization, improving the Field Training Program (FTP) and producing quality Field
Training Officers to train and mold uniformed personnel and develop the competency
of the NUP for administrative services.
The courses/seminars to be conducted by the D-Staff, PROs, and NSUs shall
be determined by the respective offices/units based on the training needs of their
personnel. The training schedule including its frequency, duration, and number of
students per class shall be submitted to DHRDD for proper monitoring.
Aside from the priority training programs identified by the different
offices/units, the following courses/seminars shall also form part of their training
program:
a.
b.
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c.
d.
4.5
g.
f.
e.
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Training Terminologies
a.
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b.
c.
d.
e.
Policies.
a.
b.
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c.
d.
e.
f.
g.
During the conduct of the training, the Training Director, and/or trainers
shall exercise resourcefulness and flexibility to accomplish the
objectives of the training program.
Training Administration
a.
Training funds and logistical support shall be sourced from the regular
quarterly Maintenance, Operating, and Other Expenditures (MOOE)
allocation to PROs and NSUs.
b.
c.
d.
e.
For courses/seminar with a duration of more than five (5) training days,
the following reports shall be submitted:
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1)
2)
For courses/seminar with a duration of five training days or less, the following
report shall be submitted:
1)
4.8
f.
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g.
h.
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a.
b.
c.
d.
e.
f.
b.
c.
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b.
2)
3)
4)
5)
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GAD Focal Point, in case of the PNP, the Directorate for Police
Community Relations (DPCR) is tasked to formulate the annual GAD
Plan and forward the same to the Chief, PNP for his approval.
c.
d.
e.
A memorandum that spells out the proposed project must bear the
concurring line of GAD Focal Point prior to approval of the Chief, PNP,
in the case of the National Headquarters, PNP and National Support
Units; the Regional Director, in the case of the regional office; and the
provincial/district director, at the provincial/district level.
f.
g.
h.
i.
The focal officers, by the nature of their office under the PCR, may
initiate GAD projects jointly with other partner from the government as
well as non-government organization, in advancing programs for
women, children, and families in and out of the PNP. This mechanism
may lead to an increase in resources, human, financial and otherwise,
which after all, is the essence of partnership between the police and
the community.
j.
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Seminars/Symposia/Forums/Training on:
1)
2)
3)
4)
5)
6)
7)
8)
9)
b.
c.
d.
e.
f.
g.
h.
Family-based sports and fitness development. The promotion of allwomen sports events in the PNP may also be carried out in order to
develop competitiveness, self-confidence and perseverance among
women in individual or team games.
i.
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j.
k.
l.
m.
n.
o.
4.15 Gender-Fair Police Terminologies. The PNP, through the Focal Persons,
shall formulate and adopt gender-fair terminologies in its system of communications,
particularly the written policies in the form of memoranda, circulars, letters of
instruction, and other similar forms.
The TWG must provide a periodic review and assessment of all issued
policies by the PNP since the time of its inception. The review and assessment must
serve as basis for future policy direction in which the gender perspective shall have
been mainstreamed into the administrative and operational functions of the agency.
4.16 Elimination of Discrimination Against Women in the PNP. Pursuant to the
UN Convention on the Elimination of All Forms of Discrimination Against Women, the
following shall be observed by PNP personnel, especially at the management level:
a.
b.
c.
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d.
e.
f.
g.
h.
i.
j.
k.
l.
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4.17 Monitoring and Evaluation. The Gender and Development (GAD) Focal
Person shall establish a system of monitoring and evaluation on the compliance of
all police office/units to the circular. Consistent with the GAA, the GAD Focal Point
shall submit a periodic GAD accomplishment report of the PNP to the higher ups,
including the NAPOLCOM, DILG, DBM and NCRFW. Said report shall indicate the
Program/Activity/Project initiated, gender issue, GAD activities, result/s, costs and
remarks (if any).
The Directorate for Plans shall include GAD-related programs as part of the
Performance Evaluation Rating of all PROs and NSUs.
Likewise, the Directorate for Comptrollership, in coordination with the GAD
Focal Point, shall include in the Program Review and Analysis the breakdown of
activities vis--vis fund releases for Gender and Development Program.
The most active GAD implementer shall be entitled to appropriate awards and
incentives as may be determined by GAD Focal Point, in coordination with the
Directorate for Personnel and Records Management including the formulation of a
clear, definite and well disseminated set of criteria for the awards.
4.18 Physical Fitness and Sports Development Program. The PNP subscribes
to the principle that a Sound Body Breeds a Sound Mind. Toward this end, the
PNP adopted the Physical Fitness and Sports Development Program (PFSDP)
which is geared towards the promotion and development of sports in the PNP and
the implementation of a sound physical conditioning and physical fitness program for
its personnel. The PFSDP endeavors to help the government recruit, develop, and
support world-class athletes.
The concept of the program is to conduct physical fitness activities from the
NHQ down to police station/precinct level, conduct year-round sports activities, and
recruit/train prospective world caliber athletes for sports competitions.
4.19 Policies. All levels of offices shall assume a more active role and devote
more time, effort and emphasis in the implementation of this program nationwide and
on a year-round basis.
a.
b.
c.
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e.
4.20 Administration. The PFSDP Special Committee shall supervise the PNP
Physical Fitness and Sports Development Program. It shall be composed of the
following at the National Level:
TDHRDD
D, HSS
C, SSG, HSS
DD, DPRM
Dir, PCRG
Dir, HS
DD, DL
DD, DC
a.
Overall Supervisor
Assistant Supervisor
Secretary
Member
Member
Member
Member
Member
Supervisor
Secretary
Member
Member
Member
Supervisor
Secretary
Member
Supervisor
Secretary
Member
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4.21 Integrated Health and Physical Fitness Program (Physical Fitness Test).
The Physical Fitness Test (PFT) Standard was designed to complement the sports
activities in the PNP and in developing as well as maintaining the physical fitness of
every PNP personnel.
The PFT Standard is conducted according to age group every semester of the
year which is scheduled in the first quarter and last quarter of the year. PNP
personnel are expected to obtain a passing raw score equivalent to a grade of 70%
in each event required in their age category while the lowest grade that could be
given is 50%. The PFT is conducted from PNP NHQ down to the police provincial
offices nationwide.
Elite forces such as the Special Action Force (SAF), the Aviation Security
Group (AVSEG) and the Maritime Group (MG) have set their respective physical
fitness activities/standards that suit the needs of their personnel in the performance
of their mandated tasks.
The Directorate for Personnel and Records Management (DPRM) requires
yearly update of the medical examination of all uniformed personnel to be
incorporated in their personal data records.
4.22 General Guidelines for PFT. The PNP shall require all uniformed personnel
with the age of 39 years and below to undergo the PFT at least once a year
preferably on the first (1st) week of their birth month. PFT Performers who will be
marked NO GO (pregnant, with temporary disability and other health conditions as
determined by the PNP Medical Officer) shall be recommended to undergo the
Annual Physical Exam (APE). Forty (40) years old and above shall be required to
undergo the APE to be conducted/supervised by the PNP Health Service or by the
Regional Health Service.
4.23 PFT Policies. All PNP uniformed personnel must strictly adhere to the
following:
a.
All PNP personnel with the age of 39 years and below shall be required
to undergo the PFT following the standard set by the NHQ except for
the elite forces such as SAF, MG, and AVSEG which shall design the
PFT Standard for their personnel.
b.
PROs and NSUs shall conduct and supervise the PFT of their
respective personnel. The PFT shall be conducted at the RHQ, PHQ,
Headquarters of NSUs, or at venues that maybe designated by
respective commanders taking into consideration the safety of their
personnel.
c.
PFT for the Directorial and Personal Staff shall be at the NHQ and
supervised by the PNPTS.
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4.24 Combat Sports Program (Labanang Pampalakasan). The human rightsbased policing is a long-established principle being adopted by the PNP in the
exercise of its duty as the primary law enforcement agency of the government. Basic
police operational procedures call for the use of reasonable force when dealing with
suspects and other recalcitrant members of the community. However, most police
officers are dependent and instinctively turn to their issued firearms in situations
even if it does not warrant its use. Human rights policing can be better achieved if
law enforcers are confident that they can defend themselves alone and with the use
of their bare hands.
Labanang Pampalakasan was designed to institutionalize the conduct of a
year-round Combat Sports Training specifically on four different martial arts/combat
sports disciplines, namely: Taekwondo, Boxing, Karatedo and Arnis; to craft a
Program of Instructions on a progressive and ladderized type of combat sports
training; to identify and establish a pool of instructors for each combat sports
discipline and organize the same to be highly competent combat sports instructors;
to develop a promotional and evaluation scheme (e.g. karatedo tournament and Belt
Ranking Achievement System [BRAS] Performance Evaluation and Promotion)
within the PNP to determine the level of proficiency and skills attained by the
participants of the program; to have proficient and self-confident PNP personnel in
terms of combat sports, hand-to-hand combat and in the field of self-defense that
they can defend themselves and can likewise protect the community that they serve;
and to provide more practical and customized hand-to-hand combat, unarmed
combat or close quarter combat training with the use of a combination of defensive
martial arts styles and techniques.
4.25 Policies on the Combat Sports Program. All levels of offices shall assume
a more active role and devote more time, effort and emphasis in the implementation
of this program nationwide and on a year-round basis;
a.
b.
c.
All PNP personnel shall choose one from among the four disciplines of
combat sports namely: Taekwondo, Boxing, Karatedo, and Arnis. They
shall join the training on the chosen discipline at least once a week
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NUP who opt to join the combat sports program may do so, otherwise
they shall join the Hataw physical conditioning activities.
e.
2)
3)
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4.26 Spiritual, Moral, Attitude and Renewal Training Moral Recovery Program.
Executive Order No. 319 institutionalizes the Moral Recovery Program (MRP) in all
government departments, offices, agencies, and government-owned and controlled
corporations through the establishment of integrity circles.
The Preamble of the 1987 constitution ordains and promulgates that the
sovereign Filipino people imploring the aid of Almighty God in order to build a just
and humane society and establish a government that shall embody our ideals and
aspirations, promote the common good, conserve and develop our patrimony and
secure to ourselves and our posterity the blessing of independence and democracy
under the rule of law and a regime of truth, justice, freedom, love, equality and
peace. Therefore, it shall be the policy of the government to:
a.
b.
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CHAPTER 5
GENERAL DOCTRINE DEVELOPMENT DIVISION
5.1
Functions of the GDDD. The General Doctrine Development Division
(GDDD) is responsible for the performance of the following functions:
a.
b.
c.
d.
e.
f.
5.2
GDDD Organizational Structure. The GDDD Organizational Structure is
headed by the Division Chief with a rank of Police Senior Superintendent (PSSUPT).
It has a total manpower of nine PNP personnel composed of four PCOs, one PNCO,
and four NUP.
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Job Description
a.
2)
3)
4)
5)
6)
7)
b.
2)
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3)
4)
5)
6)
7)
8)
c.
2)
3)
4)
5)
6)
7)
8)
9)
d.
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2)
3)
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4)
5)
6)
7)
8)
9)
e.
2)
3)
4)
5)
6)
7)
8)
9)
d.
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Division PNCO
1)
2)
3)
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4)
5)
6)
7)
8)
e.
3)
Action Clerk
1)
2)
3)
4)
5)
6)
7)
g.
Librarian
1)
2)
f.
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Administrative Assistant
1)
2)
3)
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5.4
b.
2)
3)
4)
5)
5.5
Doctrine Development. One of the major factors in coming up with doctrine
development is the merger of the different elements of law enforcement and non-law
enforcement units during the advent of the PNP organization--all having different and
distinct indoctrination, behavior and customs (Bumanglag, Amoguis & Gabuna,
1994, p.3).
Thus, doctrine development was incorporated as one of the DHRDDs
mandates which involves the formulation or creation of doctrines pertaining to the
organization and administration of the PNP. PNP Doctrine is a body of officially
sanctioned beliefs and fundamental principles that guides the organization in support
of national objectives. It is authoritative but not directive in nature and provides
guidance in the acquisition, utilization, and employment of human and materiel
resources to achieve the plans and programs of applied strategies in the PNP. It is
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2)
Primary Doctrines
(a)
(b)
(b)
(c)
(d)
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inter-agency collaboration with: the Bureau of Jail
Management and Penology (BJMP), the Bureau of Fire
Protection (BFP), the Philippine Public Safety College
(PPSC), the National Bureau of Investigation (NBI), and
other law enforcement agencies other than the PNP.
b.
(b)
(PNPM -D-0)
Fundamental Doctrine
Operational Doctrine
Functional Doctrine
Ethical Doctrine
Complementary Doctrine
Other Doctrines (i.e. Compendium)
PNPM-D-0-1
PNPM-D-0-2
PNPM-D-0-3
PNPM-D-0-4
PNPM-D-0-5
PNPM-D-0-6
Chapter 5
DPRM-DS-1
DI-DS-2
DO-DS-3
DL-DS-4
DPL-DS-5
DC-DS-6
DPCR-DS-7
DHRDD-DS-8
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Detective Management
Directorate for Research and
Development
Directorate for Information and
Communications Technology
Management
Directorate for Integrated Police
Operations-Southern Luzon
Directorate for Integrated Police
Operations-Northern Luzon
Directorate for Integrated Police
Operations-Western Mindanao
Directorate for Integrated Police
Operations-Eastern Mindanao
Directorate for Integrated Police
Operations-Visayas
(c)
DRD-DS-10
DICTM-DS-11
DIPOSL-DS-12
DIPONL-DS-13
DIPOWM-DS-14
DIPOEM-DS-15
DIPOVIS-DS-16
(d)
DIDM-DS-9
PNPIAS-PS-1
PNPPIO-PS-2
PNPHRAO-PS-3
PNPCPSM-PS-4
Chapter 5
CES-NSU-1
HS-NSU-2
LS-NSU-3
CHS-NSU-4
FS-NSU-5
LSS-NSU-6
ITMS-NSU-7
CLG-NSU-8
HSS-NSU-9
ES-NSU-10
HPG-NSU-11
CIDG-NSU-12
IG-NSU-13
SAF-NSU-14
MG-NSU-15
CSG-NSU-16
PCRG-NSU-17
PSPG-NSU-18
AVSEG-NSU-19
PNPTS-NSU-20
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Personnel and Retirement
Benefit Service
Anti-Kidnapping Group
Anti-Cyber Crime Group
(e)
(f)
PRBS-NSU-21
AKG-NSU-22
ACG-NSU-23
PRO1-1
PRO2- 2
PRO3- 3
PRO4A- 4
PRO4B- 5
PRO5- 6
PRO 6- 7
PRO 7- 8
PRO 8- 9
PRO 9- 10
PRO10- 11
PRO11- 12
PRO12- 13
PRO13- 14
PROARMM- 15
PROCOR- 16
NCRPO-17
2)
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Example:
PNPM-DHRDD-DS-8-1-13
Drill and Ceremonies, Correspondence, Protocol and
Social Graces, and Service Etiquette
PNPM-HSS-NSU-9-1-13
Camp Security Management Manual
PNPM-PRO1-1-1-13
Disaster Management Manual
3)
4)
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c.
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5)
6)
7)
8)
9)
2)
3)
4)
5)
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6)
Manuals shall vary according to its planned use, such as, for
office reference, issuance to field personnel, or for carrying
purposes. It may either be in a form of a table manual, handbook, or
pocket-size manual. These shall be serialized based on their
corresponding numerical designation as prescribed by PNPMC No.
2013-012 Revised Numerical Designation of PNP Manuals.
7)
8)
9)
10)
11)
12)
13)
14)
15)
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use by its personnel. Issued manuals will form part of the annual
inventory of accountabilities by concerned office/unit to which it
was originally issued.
d.
16)
17)
Stage 1 Initiation
a)
b)
c)
d)
e)
2)
Letter Request
Project Timeline
Names of the local TWG members created by the
Proponent
Project Budget
Proposed Distribution List
b)
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c)
3)
b)
c)
d)
e)
b)
c)
b)
6)
5)
Stage 3 Deliberation
a)
4)
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Stage 6 Indoctrination
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a)
b)
7)
b)
8)
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2)
Table size
Handbook size
Pocket-size
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a)
b)
c)
d)
(5)
e)
f)
g)
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For Pocket-Size Manuals All font sizes shall be Arial 10
including chapter number, heading, section title and line
spaces.
h)
i)
j)
k)
l)
m)
n)
o)
p)
q)
r)
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3)
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s)
t)
(b)
For Handbooks:
(1)
(2)
(3)
(4)
(c)
4)
5.6
Concept of Best Practice. Best Practice is a relatively new concept in the
PNP. In many corporations and international public institutions however, best
practices form part of their organizational development and knowledge management.
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With the adoption of the PNP P.A.T.R.O.L. Plan 2030, the PNP has recognized
the value and wisdom of developing and adopting best practices. All PNP offices and
units are encouraged to develop their own best practices to enhance their overall
operations and management and create better customer value. Such best practices, in
many instances, have made police operations and the delivery of police service efficient,
cost-effective, accessible, and equitable.
5.7
Best Practice Defined. Best Practice refers to an out-of-the-box initiative,
activity, technique, or method adopted, field tested and proven to deliver desired
results and leads to the fulfillment of certain police objectives. It should be
innovative, unique, and relevant to the fulfillment of the PNPs mandate.
5.8
Guidelines in the Development of PNP Best Practices. SOP No. 2014-001
sets the following guidelines, procedures, and standards in the development,
documentation, approval, and adoption of PNP Best Practices:
a.
It provides for the creation of the Best Practices Board (BPB) which
shall perform the following functions:
1)
2)
3)
4)
5)
6)
7)
8)
b.
c.
All units are encouraged to develop their own best practice proposal
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5.9
d.
e.
All PNP offices/units shall designate their own Best Practices Officer
who shall be responsible in the documentation and preparation of
proposals to the Board.
f.
b.
Stage 2 - Submission
1) Whether the initiation is BPB, Unit-led or by the author, the
Proponent shall submit the Best Practice Report to the BPB,
through the BPB Secretariat, in soft and hard copies.
2) The proposal shall contain the Letter of Intent and Best Practice
Report.
c.
d.
Stage 4 Decision. If the Proposal meets the criteria, the BPB will
recommend through a resolution the approval and adoption of the Best
Practice Proposal to the CPNP.
e.
Stage 5
Dissemination
Compilation,
Publication,
Distribution
and
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CHAPTER 6
ADMINISTRATION AND BUDGET
6.1
Functions of the Administrative Section. The Administrative Section of the
DHRDD is responsible for the performance of the following functions:
a.
b.
c.
Formulate plans and policies for the morale and welfare of personnel
and implement the same accordingly.
d.
e.
f.
g.
h.
i.
j.
6.2
Functions of the Budget and Fiscal Section. The B & FS of the DHRDD is
responsible for the performance of the following functions:
a.
b.
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c.
d.
e.
f.
g.
Prepare Presidents Budget for the HRDD Central Office of the PNP.
h.
i.
j.
k.
6.3
Administrative Section and Budget and Fiscal Section Organizational
Structure. The Administrative Section and the Budget and Fiscal Section are
headed by the Section Chiefs with the rank of Police Superintendent (PSUPT). It has
a total manpower of 12 PNP personnel composed of two PCOs, three PNCOs, and
seven NUP.
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Job Description
a.
5)
6)
7)
8)
9)
10)
11)
b.
2)
3)
4)
5)
6)
7)
8)
9)
10)
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11)
c.
3)
4)
5)
6)
7)
8)
9)
10)
11)
12)
13)
14)
15)
d.
Supply PNCO
1)
2)
3)
4)
5)
6)
7)
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8)
9)
10)
11)
e.
3)
4)
5)
6)
7)
8)
Admin PNCO
1)
2)
3)
4)
5)
6)
7)
8)
9)
10)
g.
Finance PNCO
1)
2)
a.
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Message Clerk/Dispatcher
1)
2)
3)
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4)
5)
6)
7)
8)
h.
4)
5)
6)
2)
3)
3)
4)
5)
1)
2)
3)
4)
5)
l.
k.
j.
i.
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3)
4)
5)
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6.5
PNP HRDD Eligibility List. The PNP Memorandum Circular Number 2007007 entitled PNP Human Resource and Doctrine Development Eligibility List and
Police Human Resource and Doctrine Development Occupational Specialty serves
as management tool in upgrading the human resources and to organize governing
bodies to manage the preparation of the Human Resource and Doctrine
Development Eligibility List.
6.6
DHRDD Internal Communication. The Directorate for Human Resource and
Doctrine Development is the office directly responsible for the formulation,
implementation, review, and analysis of training programs and directives that are
required to attain the professionalism of the uniformed and non-uniformed personnel
and operational readiness of the PNP.
In addition, the DHRDD acts as the supervisor and policy making body with
regard to training and education. The Directorate is also the repository of all
doctrines, manuals, policies, and other documents related to the PNP. The bulk of
documents are paper works and incoming and outgoing communications coming
from the Command Group, Directorial Staff and lower offices of the organization.
The DHRDD needs to make a systematic flow of communications to ensure
effective handling and management of documents either incoming or outgoing.
6.7
Guidelines and Procedures in the Flow of Communication. The following
guidelines and procedures shall be implemented to prevent misplaced, misfiled or
lost documents/communications during handling, recording, filing, or transit and to
ensure traceability of documents:
a.
b.
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4)
The
Action
PNCO
shall
receive
the
incoming
communications/documents and forward them to the Chief
Clerk.
5)
The Chief Clerk shall attach and fill-up the respective routing
slips by indicating the subject of all communications that require
compliance on the bulletin board for monitoring and pass them
to the Administrative Officer.
6)
7)
8)
The Action PNCO shall also log into the record book
important data of the communications or documents
mentioned on the above paragraph and dispatch
communications/documents to concerned division/s
compliance or directly to the Command Group if these
intended or addressed to the latter and does not concern
division.
the
as
the
for
are
any
9)
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11)
9)
10)
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12)
13)
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14)
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CHAPTER 7
DHRDD Strategy Management
7.1
b.
2)
3)
4)
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LIST OF ACRONYMS
ADDIE - Assess, Design, Develop, Implement, Evaluate
AOM Administrative and Operations Manual
AOPB Annual Operating Plans and Budget
APA American Psychological Association
APE Annual Physical Exam
ARF Agency Reserve Funds
BDD Board for Doctrine Development
BER Beyond Economical Repair
BSC Balanced Scorecard
DBM Department of Budget and Management
DILG Department of the Interior and Local Government
FJGADD Family, Juvenile and Gender and Development Division
FNTI Fire National Training Institute
FTEB Foreign Travel Evaluation Board
FTP Field Training Program
FTSC Foreign Travel Screening Committee
GAD Gender and Development
GDDD General Doctrine Development Division
IDP - Instructors Duty Pay
IEC Information, Education and Communication
ISA Institute for Solidarity in Asia
ITPDD Individual Training Program Development Division
ITP-NUP Integrated Training Program for Non-Uniformed Personnel
JNTI Jail National Training Institute
METP Master Education and Training Program
MOOE Maintenance, Operating, and Other Expenditures
MRP Moral Recovery Program
NAPOLCOM National Police Commissiom
NCRFW National Commission on the Role of Filipino Women
NCRTI National Criminalistics Research and Training Institute
NEDA National Economic and Devleopment Authority
NPC National Police College
NSU National Support Unit
OSLAW Orientation Seminar on Laws for the Advancement of Women
PAIS Personnel Accounting Information System
PFSDP Physical Fitness and Sports Development Program
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PFT Physical Fitness Test
PGS Performance Governance System
PICE Police Information and Continuing Education
PNP P.A.T.R.O.L. Plan 2030 PNP Peace and Order Agenda for Transformation and
the Rule of Law Plan 2030
PNPA Philippine National Police Academy
PNPTS PNP Training Service
PNTI Police National Training Institute
POI Program of Instructions
PPSC Philippine Public Safety College
PRA Program Review and Analysis
PRO Police Regional Office
PSJLC Public Safety Junior Leadership Course
PSOAC Public Safety Senior Officer Advance Course
PSOBC Public Safety Officer Basic Course (PSOBC)
PSOCC Public Safety Officer Candidate Course
PSOSEC Public Safety Officer Senior Executive Course
PSSLC Public Safety Senior Leadership
RSTU Regional Special Training Unit
RTS Regional Training Schools
SAO Supply Accountable Officers
SHAPO Seminar on Anti-Sexual Harassment for Police Officers
TEIS Training & Education Information System
TLL Training Lineal listing
TSA Training Subsistence Allowance
TWG Technical Working Group
UTPDD Unit Training Program Development Division
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LIST OF FIGURES
Figure 1.1 ADDIE Model
Figure 1.2 Training System Chart
Figure 1.3 Two-Pronged Approach
Figure 2.1 DHRDD Organizational Structure
Figure 2.2 DHRDD Staffing Pattern
Figure 2.1 DHRDD Logo
Figure 3.1 ITPDD Organizational Structure
Figure 4.1 UTPDD Organizational Structure
Figure 5.1 GDDD Organizational Structure
Figure 5.2 Doctrine Development Cycle
Figure 5.3 Doctrine Development Process Flow
Figure 6.1 Administrative and Budget & Finance Section Organizational Structure
Figure 6.2 DHRDD Flow of Communications/Documents (Incoming/ Outgoing
Messages)
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GLOSSARY OF TERMS
Best of Best Award It refers to the awards given annually by the NHQ during PNP
Anniversary categorized into National, Regional, National Support Units, Provincial,
City Police Office and Station Level.
Body Mass Index (BMI) is a measure of body fat based on height and weight that
applies to both men and women.
Career Courses This refers to mandatory career courses offered by the PPSC
which must be taken by PNP uniformed personnel as one of the requirements for
promotion.
Course a type of training aimed to develop a specific skill among the participants;
contains several modules which deal with the different areas of the skills to be
taught.
Crime Prevention Sports Component this program provides for a year-round
participation of the PNP at all levels of offices as competitors or officials in non-PNP
sports competitions. The priority targets or beneficiaries are local community
members, particularly the out-of-school youths (OSYs), who are nor within the
sphere of influence of DECS. This program, which aims to keep the youth away
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from harmful drugs and illegal activities, supports the PNPs crime prevention efforts
and peace and other initiatives.
Elite Sports are selected Olympic Games sports whereby Filipino athletes are
encouraged to concentrate in order to raise their level of excellence in national and
international competitions for national honor, pride, unity, international cooperation
and mutual respect.
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GAD Focal Point serves as the prime-mover, advocate, and catalyst for change in
the agency towards gender mainstreaming.
GAD Mainstreaming refers to strategies and process to integrate genderresponsive goals in the directions, policies and services of the PNP. It also means
integration of gender concerns in the development agenda of the PNP in order to
address gender inequalities.
GAD Plan is a set of interventions that are designated to make the PNPs
programs/projects/activities gender-responsive.
GAD Funds is a claim from the approved agency budget under the General
Appropriations Act. It is the cost of GAD Plan and is not a separate budget. It must
be taken from the operational expenses of the PNP at the national, regional,
provincial and station levels.
Gender refers to socially learned behavior and expectations associated with men
and women. It also refers to the socially differentiated roles and characteristics
attributed by a given culture to women and men.
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Gender and Development (GAD) is a development perspective that recognizes
the legitimacy of gender equality as a fundamental value that should be reflected in
development program. It simply means that both men and women, as in the case of
the PNP, must equally contribute to the benefit from agency development.
Gender Equity entails the provision of fairness and justice in the distribution of
benefits and responsibilities between women and men. The concept recognizes that
women and men have different needs and power and that these differences should
be identified and addressed in a manner that rectifies the imbalances between the
sexes.
PNPM-DHRDD-D-0-3-8-14
productive or community politics. Men are able to focus on a particular productive
role, and play their multiple roles sequentially. Women, in contrast to men, must play
their roles simultaneously, and balance competing claims on time for each of them.
Integrity Circles the basic operating units of MRPs structure and promotional
mechanism whereby government and civil society organizations are able to actively
express/create/promote/enhance/ advance/realize their members own wholeness
and integrity towards the achievement of the shares national vision.
Leave of Absence This refers to the right granted to personnel not to report for
work with or without pay as may be provided by law and as the rules prescribe in
Rule XVI of the Omnibus Rules Implementing Book V of the Administrative Code of
1987 (E.O 292).
Malfeasance willful, intentional and deliberate neglect and failure to discharge the
duties of the office.
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Moral Recovery Officer (MRO) refers to an officer designated to
initiate/convoke/inspire the formulation of integrity circles or similar mechanisms,
strategies and activities that would evoke mass action addressed at affecting
personal change and lead to appropriate systematic and structural change within the
organization.
Moral Recovery Program refers to the national campaign for moral renewal which
includes the objectives, strategies and cumulative experiences generated in the
course of implementing Presidential Proclamation No. 62 dated September 30, 1992.
Obesity is a condition in which excess body fat has accumulated to such an extent
that health maybe negatively affected.
Official Time It is the span of time given to the PNP personnel to complete his
official mission.
PNPM-DHRDD-D-0-3-8-14
Personal Business This refers to all activities outside of the official mission.
Physical Fitness Component this program calls for a vigorous conduct of regular
physical conditioning and fitness activities for both the PNP and concerned
community members at all levels of command, in coordination with the LGUs, SK
and concerned NGOs, including a program for a semestral physical fitness test for all
PNP personnel.
Physical Fitness Test refers to the method of evaluating the physical condition of
PNP members in terms of stamina, strength, speed and agility.
Pre-Departure Briefing refers to the mandatory briefing given to personnel
scheduled to go on foreign travel.
PNP Health Facilities pertain to the PNP General Hospital, Regional Health
Hospital or Dispensaries and established PNP clinics in the PPO.
Productive Roles refer to the activities carried out be men and women in order to
produce goods and services either for sale, exchange, or to meet the subsistence
needs of the family. For example in agriculture, productive activities include planting,
animal husbandry and gardening that refers to farmers themselves, or for other
people and employees.
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Qualified for Schooling This refers to PNP personnel who have successfully
complied the requirements and qualifications for schooling.
Return to Unit (RTU) Refers to the sending back of a personnel to its mother unit
based on sufficient grounds thereby forfeiting his/her privilege to complete a
training/schooling.
Schooling Duties PNP personnel shall bear in mind that schooling is a duty.
Satisfactorily completing the course shall serve as an indicator of the capability to
assume higher position. A persons performance in school/training reflects his/her
attitude, knowledge and intellectual capacity.
Sex is the biological identity of a person which indicated whether one is a male or
female, man or woman, boy or girl.
Sex disaggregated data for a gender analysis, all data should be separated by
sex in order to allow differential impacts on men and women to be measured.
Sports Competition Component this program provides for the conduct of yearround sports competitions within the PNP, including participation in the annual AFPPage 96
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PNP Olympics and other inter-department or inter-governmental sports competitions.
The emphasis will be on sports played in the Olympics Games, specifically on sports
where Filipino athletes, considering our physical attributes and innate talents, are
expected to excel and win.
Sports Supervision Training Component this program provides for the training
of PNP personnel charged with the task of planning, organizing, directing and
supervising activities under the PFSDP.
Travel Documents refer to the documents needed for travel which include among
others: travel authority, travel order, passport and visa.
Travel Expenses the amount authorized to cover hotel/ lodging rate, meals and
incidental expenses excluding transportation expense going to and from the country
of destination.
Triple Role/Multiple Burden refer to the fact that women tend to work longer and
more fragmented days than men as they are usually involved in three different
gender roles-reproductive, productive and community work.
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Violence Against Women is a form of discrimination against women. It is any act
of gender-based violence that result in, or is likely to result in, physical, sexual or
psychological harm or suffering to women, including threats or such acts, coercion or
arbitrary deprivation of liberty, whether occurring in public or in private life. It
encompasses all forms of violation of women.
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ANNEXES
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PNPM-DHRDD-D-0-3-8-14
Annex A
A. Issuances
ABBRE
VIAT
ION
DESCRIPTION
LEVEL OF
AUTHORITY
TO ISSUE
LEVEL OF
AUTHORITY TO
APPROVE
TO WHOM APPLIED
(PERSONNEL/
UNIT)
EFFECTIVITY/
DURATION
SUBJECT/COVERAGE/
SCOPE/ACTIVITY
CIR
GHQ-TCDS
only
CPNP
Units/Commands
All levels
No duration unless
superseded
b. Memo Circular
MEMO
CIR
GHQ-D-Staff/
NSUs;
Recon-RDs
TCDS
(info
CPNP/DCA/DCO)
RDs
All Personnel/Unit/
Comds
Duration can be
specified; more or
less temporary
c. Office Circular
OFFCI
R
D-Staff;
All
levels
of
Command/
HQS/Office
D-Staff/ Comdrs
of all levels
Majority
or
all
personnel
in
particular office only
No duration more or
less
permanent
superseded
2.
PNP
Regulations
PNPR
GHQ-D-Staff
CPNP
Unit
individual
All levels
Forever/no duration
unless superseded
1. Circulars
a.
General
Circular
Comdr/
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of
the
PNP
&
based
on
the
memorandum/recommendation/
circular published by NAPOLCOM. They are
numbered consecutively by calendar year.
3. Standard
Operating
Procedure
SOP
GHQDS/NSUs
Regl-RDs
TCDS/D-S
RDs
Unit
individual
4.
Letter
Directive
DIR
GHQDS/TCDS;
RDs
TDCS, RDs
5.
Training
Directive
TRADI
R
GHQ-DHRDD
Recom-RDs
6. Resolution
RES
Committee
orgn by all
levels
of
Comd;
Comdr/Direct
or
7.
Memorandums
MEMO
Comdr/
No
duration/Permanent
unless superseded
Subordinate
unit/
Comdr or individual
Immediate
compliance,
effectivity in (2) two
years unless being
rescinded
CPNP
RDs
Concerned Unit
Time is specified
CPNP
TCDS
NSUs
RDs
Unit/individual
at
respective levels of
Comd
No
specified
duration,
effective
upon issuance unless
revoked
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a. Memorandum
for
MEMO
for
Subordinate
to Superior all
levels
From originating
office/person
Concerned Individual
NA
b. Memorandum
to
MEMO
to
Superior to
subordinate
all levels
From originating
head of office
Subordinate
concerned
Explanation/directive/compliance
exercised by all Comdrs at all levels
to his subordinate. Also Chief of
Divisions to his subordinates.
c.
Staff
Memorandum
Staff
Memo
GHQ-D-Staff
Recom-DStaff
CPNP
RDs
Subordinate
concerned
Explanation/directive/compliance
exercised by all Comdrs at all levels
to his subordinate. Also Chief of
Divisions to his subordinates.
d.
Office
Memorandum
OFF
Memo
Office
Concerned
Director/Supervis
or
of Office
Concerned
Concerned Individual
Not specified
8. Memorandum
of Agreement
MOA
Document
issued
by
two
or
more
agencies/instrumentalities of the government. Only
lateral. It is numbered; the date and title is
mandatory
Dept to Dept;
Bu to Bu.
SILG; CPNP
Unit/Comdr
or
Agencies
concerned/involved
Concerned indvl or
Unit/Comd
As specified
Comdrs
of
both
units
concerned
All levels of
Comd;
Concerned
individual
Director of Higher
HGQ/Comds/Unit
; Directorate Staff
concerned
No duration, Effective
on date specified or
upon approval
GHQConcerned D-
GHQ-TCDS (info
CPNP/DCA/DCO)
Time
and
specified
9.
Joint
Agreement
JOA
10. Letter
Instruction
LOI
of
Tasked
Individuals
Units
date
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completed imdtely; it sets guidance of tasked
units/office; usually issued as Admin Instruction
covering certain activities. It is numbered
consecutively by calendar year, by the issuing
unit/Comd/Staff.
Staff; RHQ-DStaff;
Concerned;
Provl Comds
RHQ-RDs PDs/
DDs
STL
Any mbr of
the PNP; all
levels
of
Comd/ unit/
office
Originating Office/
individual
Individual or
concerned
unit
No duration
12.
Civilian
Letters
CIVIL
Staff of all
levels
of
Command/
office D- Staff
Director of all
levels of Comd;
Dir
Staff
concerned
Concerned individual/
Comd/ Director
No duration
13.
Radio
Message
RADIO
M
All levels of
Comd;
All
units/ Offices;
D-Staff
Directors/ Staff of
issuing offices/
HQ
Concerned receiver/
unit/ individual
Target
date
is
specified; sometimes
immediate/ urgent
SJ
All Offices
To be signed by
Duty Officer
Concerned unit/office
or individual
Prepared Daily
All
events/radio
msg/activity/instruction and others
recorded in the SJ for submission to
the Comdr every morning.
POLBL
NA
NA
NA
All
LETTERS,
MESSAGES
AND OTHERS
11.Subject
Letter
to
activities/
events/incidents
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OT
REBOK
NA
NA
Every 24 hours
beginning 8oclock
All levels of
Comds
Staff/offices/H
Qs
Directors/ D-Staff
Units/Offices/HQs
Concerned Indvl or
Unit
No duration, date of
effectivity and activity
is usually specified
17.
Others
Routinary forms,
DF/SDF,
Info
briefing,
Discussion
Briefing,
Staff
Brifing,
Staff
study,
Assumption of
Comd
&
Relinguishment
of Command
B
ADMIN
ORDERS
18.
Order
General
19.
Order
Special
GHQ-DP;
NSUs-Pers
Br
RHQARDP
Individual unit/Office
SO
GHQ-DP
RHQ-ARDP
PC-PD
PS-COPS
Individual/
concerned
Usually specified
TRASO
GHQDHRDD;
Transfer/assignment/reassignment/r
elief. If travel of concerned individual
is involved, it should be mentioned.
Whenever we speak of SO it is only
regarding
relief/assignment/reassignment/
transfer. All other activities are
provided for in other classification.
Career
course/
in-service
course/Police
auxillary
GO
(Assignment only)
20. Training/
Schooling
Unit
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PNPM-DHRDD-D-0-3-8-14
Spl Order
21. Promotion
Order
a. Regular
Special
year.
RHQCounterpart
of DHRDD
level
SILG
CPNP;TDCS
RD-Regl level
PDs-Provl level
auxillary
course/entrance exam/seminar
GHQ-DP
RHQ-ARDP
Pres-Sr Supt to
Dir Gen
CPNP-Insptr-Supt
DCA-NUP
RD-NCPOs only
Concerned individual
On date specified
PROM
O
or
b.
Rank
Adjustment Order
RADJO
GHQ only-DP
CPNP only
Concerned individual
Date specified
Officers, NCPOs/NUPs.
adjustment after absorption.
c.
ReClassification
Order
RECLO
GHQ-DP
RHQ-ARDP
Officer-CPNP
NCPO-TCDS
Concerned individual
Date specified
d. Change or
Rank
Status
Order
CHARS
O
GHQ-DP only
CPNP only
Concerned individual
No duration
GHQ-DP only
CPNP only
Person/
Individual
equipment/
properties
Date specify
revoked
GHQ-DP
RHQ-ARDP
CPNP
Individual concerned
No duration
GHQ-DP
RHQ-ARDP
TCDS
RD-Recom level
Applicant
Duration is specified
22. Appointment
Orders
a. Appointment
Order
APO
b.
Absorption
Order
ABO
until
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Rank
of
PNPM-DHRDD-D-0-3-8-14
c.
Recruitment
Order
RECRO
d. Employment
Order
EMPLO
e. Lateral Entry
Order
LEO
GHQ only-DP
CPNP only
Applicants
No duration
f. Vertical Entry
Order
VERTO
GHQ-DP
CPNP
Individual concerned
NA
23.
Order
AWAR
DO
GHQ-DP
RHQ-ARDP
All levels as
appropriate
CPNP
RDs
All levels
authorized
Individual concerned
NA
GHQ-DP
RHQ-ARDP
CPNP
DCA
TCDS
RD
Concerned
individuals
Date specified
GHQ-DP
RHQ-ARDP
PDs
DCA
RDs
PDs
GHQ-DP; All
D-Staff,
RDs
PDs
President;
SILG/NAPOLCO
M;
CPNP/TCDS/DStaff
Awards
24.
Incentive
Order
INCEN
TO
25.
Quarters
Designation
Order
QUART
O
LOA
26. Leave of
Absence Order
as
Concerned indvl
Or office/unit
Individual concerned
upon termination of
duty in any level of
Comd where the Qtrs
is located
90 days above-SILG
not exceeding
90 days-CPNP
Not exceeding
60days-TCDS
Lawyer,
Doctor,
Dentists,
Criminologist, Engineer and other
specified by law.
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RDs
PDs
Not exceeding
45 days-DP for
GHQ/NSUs and RD
for Recoms
Not exceeding
30 days-PD
For Abroad:
Officers & men-DILG
Extension of Leave-C,PNP
Emergency
or sick leave is
governed by Sec. 16 & 17 of the
Omnibus Rules of the Revised
Admin Code of 1987
27. Retirement
Order
RETIR
O
GHQ-DP for
officers and
NCPOs
in
GHQNSUs
Regl
lvelARDP
CPNP-officers
TCDS-NCPOs in
GHQ
RD-Recoms
Individual concerned
28.
Dismissal
Order
DISMIS
O
GHQ-DP
RHQ-ARDP
President
NAPOLCOM/SIL
G
CPNP (GHQ)
RD
(NCPOs
only)
Individual Concerned
No duration
SUSPE
NO
GHQ-DP
RHQ-ARDP
PD
COP
CPNP-beyond 60
days
RD-60 days
PD-30 days
COP-15 days
Concerned individual
On date specified
b.
Restriction
Order
RESTRI
NO
Concerned
Comdr/Direct
or
Comdr/Superior/
Director of all
levels of Comd
Concerned individual
c. Forfeiture of
Pay Order
FORPA
YO
All Levels of
Comd, CPNP
RDs, , NSUs
PDs, COPs
CPNP
RD
NSUs
PDs
Concerned individual
29. Punishment
Order
a.
Suspension
Order
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COPs
30. Resignation
Order
31.Reinstatemen
t Order
33. Commutation
of Leave Order
34.
Hospitalization
Order
35.
Convalescence
Order
RESIG
NO
GHQ-DP
RecomsARDP
TCDS
RD
Concerned individual
REINS
TO
GHQ-DP
RHQ-ARDP
President
SILG/NAPOLCO
M
CPNP
RD (NCPOs only
Concerned individual
No duration
Reinstatement/restoration
of
NCPOs may be done in the
Regional level where the subject
was dismissed upon consideration
of the Board.
DP-GHQ
ARDP-Recom
Concerned individual
No duration
DP-GHQ
CPNP
Concerned individual
Specified
HOSPPI
TALO
GHQ-DP
Recom-ARDP
Chief
of
Hospital
PDs
GHQ-TCDS
Recom-ARDP
PDs
Concerned individual
Hospitalization
should
be
determined
by
the
supervisor/Director/Comdrs. When
discharged, the hospital will issue
hospitalization discharged order.
Staff of
levels
Comd
Comds
levels
all
Concerned individual
As per regulation
CONVA
LO
All
offices/units
Concerned Chief/
Supervisor/
Concerned individual
LODSO
COMO
LO
all
of
DCA
RD
of
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OFO
39. Committee/
Board
Composition
Order
ALERT
O
CAMP
ODO
Directorate
All levels of
Comds
Director
President SILG
CPNP/ TDCS/ DS
Dir, NSUs All
levels of Comd
Concerned
individual
GHQ-Dir Staff
RHQ-DS
PDs, COPs,
Other offices/
Units/Comds
GHQDHRDD(PNP
Wide) NSUs
other officers
D-S/DP
TCDS
NSUs
RDs
Individual or
Concerned
RHW/PHQ
level
D-Staff
Dir, NSUs
RDs
PDs
TCDS-GHQ
RDs-Recom
PDS
individual/Unit
concerned
No
duration;
sometimes created
with specifies period
of existence
GHQ-D-Staff
All levels of
Comd
TCDS
RDs
Unit or Individual
No duration; project
is specified
CPNP- (PNP
Wide)\
RDs-Recom
level
CPNP
Concerned Unit
Upon approval
Concerned Unit
Upon approval
40.
Program
Order/
Project Order
PRO
41. Activation/
Deactivation
Order
ACTIV
O/
DEACT
IVO
CAMP
ODO
42.
Camp
Development
Order
All levels of
unit
Training:
career
courses/enhancement PNP WideDHRDD; Enhancement Courses-Dir,
NSU/RDs Personnel relief, transfer
Any
unit/office
to
be
activated/deactivated at all level
should be cleared from CPNP
Building/structure
construction
whether self help or with govt; tree
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D.
OPERATIONAL
ORDERS
43.
Plan
Operation
OPLAN
Comd
GHQ-DO
RHQ-ARDO
PHQ-PDs
CPNP-GHQ level
RDs-Regl level
Comdr concerned
Tasked subordinate
Units
Subordinate
Comds
Comdr concerned
Tasked Unit
44.
Implementing
Plan
IMPLA
N
45.
Operation
Order
OPOR
D
Recoms/NSU
s
or
Subordinate
Tactical Units
SAF or Mobile
Force
or
Police Stn
Issuing authority/
Comdr concerned
Individual
or
Unit/section tasked
One month
46.
Order
MO
CPNP
RDs
PDs
Individual
PATO
GHQCPNP/TCDS
D-S/NSUs
Director
RDs/PDs
PDs
MFC, COPs
Issuing
Comdr/Director
Individual normally
street-man or line
man
Usually by hour or
days but not more
than 7 days
Immediate
compliance.
Mission
PDs
COPs, MFC
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48.
Supplementary
Order
SUPLO
Issuing
comd
49.
Order
Warning
WARN
O
GHQ-DO
RHQ-ARDO
PDs
50. Termination
Order
TERMI
NO
Order issued
personnel/unit
personnel/unit
bearing the
reference.
Issuing
authority
the Oplan
51. Readiness
Order
REDOR
52. Security
Plan
SECPL
AN
FPLAN
E.
MANUALS/
BULLETINS/
JOURNAL
&
Unit
Issuing
Comdr/Director
Concerned task
Unit/individual
No duration unless
specifies
Issuing
Comdr/Director
Unit(s) concerned
No duration
Operational movement/deployment
TDCS
RD/NSUs
PDs
Unit(s) involved
No duration
GHQ-DO
RHQ
PDs
DCO
RDs
PDs
PDs/DDs
All
levels
of
Command
or
specified
Comds,
individuals
Maximum of 7 days
Red alert, and 10
days Blue alert or
longer
GHQ-DO
RecomARDO
& other units
DCO
RDs
PDs
Unit concerned
No duration but to be
updated
GHQ-DO
RecomARDO
PDs
DCO
RDs
PDs
Unit concerned
No duration but to be
updated
of
Camps/HQS/Stn/Office/Base.
Camps/HQS/Stn/Office.
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OTHERS
54. Bulletin
BUL
D-Staff
concerned;
All levels of
Comd
TCDS;
RDs
Concerned
Unit/Comd/Individual
No duration
55. Pamphlets
PAM
D-Staff
concerned All
levels
of
COmd
DCA
Concerned
Unit/Personnel
No duration unless
specified
56. Manual
(FM/TM
)
D-Staff
CPNP
Unit Concerned
No duration
Basic
doctrines,
operational
doctrines, functional doctrines, &
other field manuals for COIN, selfdefense, law enforcement
D-Staff
CPNP
Unit concerned
No duration
DPCR
All levels of
Comd
CPNP
RDs
PNP Wide
concerned
DO
CPNP
Unit concerned
PNPJ
58. Table of
Organization
and Equipment
TO & E
Comd
Published
Monthly
or
specified
as
No duration unless
specifies
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tables of orgn are prescribed for units operating
under special condition.
Force.
59. Table
Distribution
of
TD
DO
CPNP
Unit concerned
No duration
60. Table
Allowance
of
T/A
DO
CPNP
Unit concerned
No duration
SLL
DPRM
CPNP
Concerned
Unit/Individual
Updated every
6 months
62. Educational
Profile List
EPO
DHRDD
CPNP
Concerned Individual
Updated every
6 months
63.
List
ELIST
All D-Staff
TDCS
Concerned
Staff/individual
Updated yearly
MISC
NA
NA
NA
Various items.
Eligibility
64.
Miscellaneous
Concerned individual/
unit
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Annex B
Cover Design
Numerical Designation
Font Style: Arial (Bold)
Font Size: 20 points (for table manual)
16 points (for handbook)
14 points (for pocket-size book)
Cover Design
Color: Dark blue
PNP Logo
For Table Manual & Handbook: 2x 1
For Pocket-size book: 1.5 x .75
REVISED PNP
FUNDAMENTAL DOCTRINE
Page border
Color/Style: Red/Plain
Thickness/Weight: 4 pts (for table
manual & handbook)
2 pts (for pocket-size book)
OCTOBER 2013
Spine Title
DHRDD
Title
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Font Size: 32 points (for table manual)
24 points (for handbook)
18 points (for pocket-size book)
Title Page
Font Style: Arial (Bold)
Publishing Office/Unit
Revised PNP
Fundamental Doctrine
(2013)
Title
Year of Publication
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Annex C
Official Seal
or Logo
Arial Font 10
Letterhead
3 line spaces (Font size 12)
MESSAGE
3 line spaces (Font size 12)
____________________________________
____________________________________
____________________________________
2 x 1
____________________________________
Colored Photo
NAME OF SIGNATORY
Rank
Designation
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Annex E
SUMMARY OF CHANGES
Identification of Changes
FROM
TO
Chapter 1 of the
Under Chapter 1, the
Fundamental Doctrine
Section on PNP Doctrines
(1994), no Section on PNP was added to reflect the
new
categories
of
Doctrines.
manuals. Examples for
each type of doctrine were
provided
and
an
explanation
on
the
difference
between
manuals, policies, and
doctrines was added.
Old PNP Vision
New PNP Vision as
reflected in the PNP
PATROL Plan 2030
CPSM through
Memo
dated May 22, 2013 re:
Inputs on the Revised PNP
Fundamental Doctrine
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Annex F
RECOMMENDATION FOR REVISION
_____________________
_____________________
_____________________
(Letterhead)
MEMORANDUM
FOR
FROM
: ______________________________
SUBJECT
DATE
Comment
Recommendation
______________________
Name of Sender
______________________
Rank
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Annex G
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APPENDICES
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Appendix A
Incoming Logbook
2)
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3)
4) Routing Slip
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1) Dispatch Form
2) Trip Ticket
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3) Visitors Slip
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Appendix B
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Appendix C
Service Leave Form
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Appendix D
Outgoing Communications Receiving Forms
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REFERENCES
Legal References:
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Published by:
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Directorate for Human
Resource and Doctrine Development
Philippine National Police
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